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This article discusses how corrections agencies can prepare for and take advantage of an aging U.S. work force.

Abstract:

Identifying approaches that keep experienced and veteran employees on the job longer is an advantage to correctional agencies and to the employee who wishes to keep working, but for fewer hours. Correctional agencies would be wise to identify part-time jobs that could be filled by retired workers who want to continue working, but with less stress and flexible hours. Older individuals have the discipline and work ethic based on years in the workplace while being willing to work for lower wages due to their retirement income. If projections are accurate, more workers will reach retirement age with fewer younger workers to take their places. One of correctional leaders' greatest concerns is the transfer of institutional knowledge to the next generation of top administrators and managers. When a large number of senior management personnel with special skills and knowledge of the agency's history retire, this can have a significant impact on agency operations for months and sometimes years. Many correctional agencies view training as one of the best approaches for ensuring knowledge transfer. Planning for succession through retirement means grooming employees for advancement and packaging promotional opportunities in a manner designed to appeal to the current work force. Strategies include mentoring programs, cross-training, double-filling positions with the soon-to-be retired employee and his/her successor, and hiring back retired employees for a period of time for the mentoring and training of the new leadership. Phased retirement plans that permit employees to draw retirement benefits in addition to wages are also being used in some jurisdictions. 1 table, 1 figure, and 8 endnotes

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